Don’t just build the product.
Figure out what people actually need. Build it well. Then get it in front of the right people.
4+ years across product, technology, and marketing
My career has never been particularly linear.
I’m at my best when the problem is still a little unclear and there’s no obvious answer yet.
Content and social media marketing, which taught me to pay attention to people before I started building for them.
Product — the last 4+ years across different products, industries, and stages of the lifecycle.
Research, shipping with teams, and how people discover, understand, and adopt what gets built.
Three stages of the same product.
Research helps me understand the problem, execution turns it into something real, marketing shows whether it connects with people. Select a stage to go deeper.
I usually start with a lot of questions.
Sometimes the problem is obvious. Usually it isn't.
I'll look at the market, go down a few rabbit holes on the web, read what people are saying, look at competitors, dig through whatever data is available, and now, with AI, get through a lot of that first layer much faster.
But AI can only take you so far. You can read a hundred things about a user and still not really understand them.
There's something different about talking to an actual person. Seeing how they describe the problem in their own words. Understanding what they do before they use your product, what they do while using it, and sometimes, the most useful bit, what they do instead.
Personas, user conversations, research, data, market signals. I like putting all of it on the table and figuring out what actually matters. That's where I start.
- Web research
- Competitor analysis
- User research
- Personas
- Analytics
- AI-assisted research
- Market signals
Some of the problems I’ve had the chance to work on.
Different industries, users, and constraints. The common thread: a problem nobody had quite figured out, and a lot of work between that point and the finished product.
Nexora Financial
Employee Financial Services Platform
Enterprise
Verify
Identity
Payroll
Active
Enterprise agreement
Signed · 12 Feb
Employer verification
HR contact confirmed
Identity check
Partner response: referred
Payroll linkage
Awaiting file mapping
Operations
Step 03
Manual review
- Fintech
- Product Manager
- Product Research · Product Strategy · Execution
- Customer Onboarding & Account Activation
- Employee Financial Hub
The projects here are based on products I’ve actually worked on and, in many cases, owned end to end. There’s just one catch: NDAs.
So I can’t put the actual product, client names, internal numbers, or confidential details on the internet. I’ve recreated the projects as closely as I could without crossing that line.
The problems are real. The product thinking is real. The decisions are mine.
A few decisions I keep coming back to.
I care about the decisions behind the product. Open one to read the reasoning.
It sounds obvious. It still gets skipped.
Before getting into solutions, I want to understand what is actually happening, where the friction is, and whether the problem is worth solving in the first place.
There’s web research, analytics, competitor analysis, documentation, AI, user research, personas, stakeholder input, and plenty of other sources. None of them are the whole answer.
The useful part is putting them together and figuring out where the signals actually agree.
A product doesn’t become real when the PRD is approved. Requirements change. Dependencies appear. Scope moves. Engineering finds something nobody accounted for.
A big part of the job is making good decisions when the original plan stops being realistic.
Budget, timelines, legacy systems, integrations, compliance, technical limitations. They aren’t side notes.
They’re part of what the product has to work around.
A product can be technically correct and still fail. People have to find it, understand it, trust it, and have a reason to use it.
That’s why I don’t really see product and marketing as two completely separate conversations.
A slightly unconventional route into product.
4+ years across marketing, product, project delivery, and technology. Select a stage to read what it taught me.
Product Management
Over time, these experiences started coming together.
Today, most of my work sits across product research, product definition, execution, and the thinking that happens around adoption and growth.
The industries have changed. The problems have changed. The way I approach them hasn’t changed much: understand the problem, figure out what matters, get the right thing built, then see what happens.
I spend a lot of time wondering why things work the way they do.
Products, websites, businesses, even small everyday things. I like pulling them apart and figuring out whether there’s a better way to do it.
A product person who came in through marketing and never fully left it.
- Product Manager
- 4+ years across product, technology, and marketing
- Research · Execution · Marketing
- AI products · Consumer behaviour · Product growth · Systems design
Got a product that’s still a little messy?
Good. Those are usually the interesting ones. Whether it’s a product that needs direction, a workflow that needs untangling, or something that simply isn’t working the way it should, I’m always interested in a good problem.